Training Industry Magazine - September/October 2020 - 21

targeted and aligned learning strategy,
because L&D can avoid including nontraining matters. 
Other inputs:
*	 Actual performance results vs. learning
plan.
*	 Annual employee performance review
processes.
*	 Annual employee engagement
satisfaction surveys.

or

*	 Assessment of the learning ecosystem.
*	 Assessment of existing enterprise
programs and available curated content.
*	 Plans of other business functions.
Learning strategy
Here, the learning strategy ties to
performance goals and outcomes
specific to a role, department or function.
It reflects the multifaceted nature of job
performance and gaps that exist. It can
cover a timespan of a year to two years
and may:
*	 Specify links between the learning
strategy and business goals.
*	 Provide a roadmap for employees
as they develop from one stage to
another.
*	 Describe how employees become
proficient in their current roles and
how they can begin preparations
for advancement or movement to
another role.
*	 Include developmental timelines and
performance milestones.

At this level, aligned learning
strategies
demonstrably
connect
L&D development efforts to business
goals and leverages the principles
set out in the enterprise strategy.
Further, it provides a framework, data
and guidance for the development of
training.

DISCRETE PERFORMANCE,
KNOWLEDGE OR SKILL GAP
Here, a learning strategy focuses on
designing, building, and deploying optimal
and practical learning experiences.
Learning solutions initiated through the
learning strategies described above will
benefit from the analyses and design
choices already made. L&D can use
these strategies to guide decisions as
they scrutinize training requests over the
course of the intake process. 

ASSESSING
THE LEARNING
ECOSYSTEM'S
STRENGTHS
AND
WEAKNESSES
IS ESSENTIAL
TO A LEARNING
STRATEGY.

Learning strategy
At this level, the learning strategy
seeks to address discrete deficiencies
in performance, knowledge or skill.
The solution reflects the intersection
of business goals, the employee
development plan, relevant research,
and the learning ecosystem. It may
combine modalities and include
multiple stages. Typically described
by learning objectives or performance
outcomes, the learning strategy:
*	 Links
learning
outcomes
to
performance outcomes and indicates
how learning and performance
outcomes will be measured.

*	 Outline how trainers, managers,
coaches and others participate in
the solution.

CONCLUSION

*	 Delineate a content development plan
with budgets, timelines and resource
allocations.

Other inputs:
*	 Actual performance
learning plan.

results

*	 Relevant learning research. 

*	 Shows how formal instruction,
informal learning, job aids and tools
are organized to support employee
performance.

*	 Provide a prioritized list of training
solutions for development.

*	 Outline how managers, coaches and
others participate in the process.

*	 Assessment of existing enterprise
programs and available curated
content.

*	 Describes the attributes of the target
audience.

Stakeholder input
Managers and employees continue
to be primary stakeholders at this
level. They see to it that the learning
solution supports the business goals
and related performance outcomes.
Managers and employees can provide
input to design decisions, gather
and share appropriate content, fill in
gaps, review deliverables, provide
feedback, and approve the draft and
final materials. 

*	 Indicate how formal instruction,
informal learning, job aids and tools
are organized to support employee
performance.

*	 Assessment of the learning ecosystem.

vs.

A useful learning strategy follows
business intentions and goals as
they cascade down from the top
of the organization. At each level,
learning strategies align with business
goals.
Underpinned
by
sound
analyses, data and research-informed
practices, they close critical gaps by
delivering performance outcomes.
When constructed this way, learning
strategies align courses, employee
development plans, and organizational
strategy
with
business
goals
and results.  
Kelly Smith and Brian Blecke are
founding partners and performance
consultants at Actio Learning. Email
Kelly and Brian.

T R A I N I N G I N DUSTR Y MAGAZ INE - BUILDING A GREAT TRAI NI NG ORGANI ZAT I ON I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

| 21


https://www.trainingindustry.com/magazine

Training Industry Magazine - September/October 2020

Table of Contents for the Digital Edition of Training Industry Magazine - September/October 2020

Building a Great Training Organization
Table of Contents
The Strategic L&D Plan
Developing a Great Training Organization Like a Healthy Brain
Change-ready L&D: Ingredients for Success
What Great Training Organizations Do
Building a Learning Strategy thath Drives Business Results
L&D Bottleneck: Why Your Training Material Isn't Being Utilized
10 Best Practices for Leading a Great Training Organization
The Untapped Goldmine of the Service Professional as the Trusted Advisor
Do We Really Need Learning Platforms? Understand the Learning Landscape and Spend Your Budget Wisely
Improving Instructor Development and Performance with Observations
How to Leverage Business Acumen to Create a Future-ready Organization
Accounting for Learning Investments and Organizational Impact
Lessons Learned: A Shared Services Implementation
The Brave New World of L&D: Stepping Up in the Age of Disruption
Winning the Battle for Learner Engagement
Sales Enablement Comes of Age
Company News
Training Industry Magazine - September/October 2020 - Intro
Training Industry Magazine - September/October 2020 - 1
Training Industry Magazine - September/October 2020 - 2
Training Industry Magazine - September/October 2020 - 3
Training Industry Magazine - September/October 2020 - 4
Training Industry Magazine - September/October 2020 - Building a Great Training Organization
Training Industry Magazine - September/October 2020 - Table of Contents
Training Industry Magazine - September/October 2020 - 7
Training Industry Magazine - September/October 2020 - 8
Training Industry Magazine - September/October 2020 - 9
Training Industry Magazine - September/October 2020 - 10
Training Industry Magazine - September/October 2020 - The Strategic L&D Plan
Training Industry Magazine - September/October 2020 - 12
Training Industry Magazine - September/October 2020 - Developing a Great Training Organization Like a Healthy Brain
Training Industry Magazine - September/October 2020 - 14
Training Industry Magazine - September/October 2020 - Change-ready L&D: Ingredients for Success
Training Industry Magazine - September/October 2020 - 16
Training Industry Magazine - September/October 2020 - What Great Training Organizations Do
Training Industry Magazine - September/October 2020 - Building a Learning Strategy thath Drives Business Results
Training Industry Magazine - September/October 2020 - 19
Training Industry Magazine - September/October 2020 - 20
Training Industry Magazine - September/October 2020 - 21
Training Industry Magazine - September/October 2020 - L&D Bottleneck: Why Your Training Material Isn't Being Utilized
Training Industry Magazine - September/October 2020 - 23
Training Industry Magazine - September/October 2020 - 10 Best Practices for Leading a Great Training Organization
Training Industry Magazine - September/October 2020 - 25
Training Industry Magazine - September/October 2020 - 26
Training Industry Magazine - September/October 2020 - 27
Training Industry Magazine - September/October 2020 - The Untapped Goldmine of the Service Professional as the Trusted Advisor
Training Industry Magazine - September/October 2020 - 29
Training Industry Magazine - September/October 2020 - Do We Really Need Learning Platforms? Understand the Learning Landscape and Spend Your Budget Wisely
Training Industry Magazine - September/October 2020 - 31
Training Industry Magazine - September/October 2020 - 32
Training Industry Magazine - September/October 2020 - 33
Training Industry Magazine - September/October 2020 - 34
Training Industry Magazine - September/October 2020 - Improving Instructor Development and Performance with Observations
Training Industry Magazine - September/October 2020 - 36
Training Industry Magazine - September/October 2020 - 37
Training Industry Magazine - September/October 2020 - How to Leverage Business Acumen to Create a Future-ready Organization
Training Industry Magazine - September/October 2020 - 39
Training Industry Magazine - September/October 2020 - 40
Training Industry Magazine - September/October 2020 - 41
Training Industry Magazine - September/October 2020 - Accounting for Learning Investments and Organizational Impact
Training Industry Magazine - September/October 2020 - 43
Training Industry Magazine - September/October 2020 - 44
Training Industry Magazine - September/October 2020 - 45
Training Industry Magazine - September/October 2020 - Lessons Learned: A Shared Services Implementation
Training Industry Magazine - September/October 2020 - 47
Training Industry Magazine - September/October 2020 - 48
Training Industry Magazine - September/October 2020 - The Brave New World of L&D: Stepping Up in the Age of Disruption
Training Industry Magazine - September/October 2020 - 50
Training Industry Magazine - September/October 2020 - Winning the Battle for Learner Engagement
Training Industry Magazine - September/October 2020 - Sales Enablement Comes of Age
Training Industry Magazine - September/October 2020 - Company News
Training Industry Magazine - September/October 2020 - 54
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